Hardwiring Leader Evaluations Flagler Hospital Bill Bielenda.
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Transcript of Hardwiring Leader Evaluations Flagler Hospital Bill Bielenda.
What you will learn today…
Importance of leader accountability and goal alignment
How to develop effective goals
The basics on accountability tools
Purpose, worthwhile work
and makinga difference
®
Healthcare Flywheel®
Bottom Line Results
(Transparency and Accountability)
Self-Motivation
Prescriptive To Do’s
Execution FrameworkEvidence-Based LeadershipSM
Standardization AcceleratorsMust Haves®
Performance Gap
Objective Evaluation
System
Leader Development
Foundation Breakthrough
STUDER GROUP®:
Agreed upon tactics and behaviors to achieve goals
Re-recruit high and middle/solid performers
Move low performers up or out
Processes that are consistent and standardized
Process Improvement
PDCALeanSix Sigma Baldrige Framework
Software
Aligned Goals Aligned Behavior Aligned Process
Create process to assist leaders in developing skills and leadership competencies necessary to attain desired results
Implement an organization-wide staff/leadership evaluation system to hardwire objective accountability (Must Haves®)
Rev 4.8.11
Comparison of those organizations that have the leader evaluation process hardwired and those that do not
Source: Studer Group® October 2008 Measurement Spreadsheet; Organizations that hardwire the leader evaluation process in their organization, show patient perception of care ratings that are significantly higher than those that do not. Patient perception of care mean score average includes all partner selected vendors including Arbor, Avatar, Gallup, HCAHPS, Healthstream, Jackson, NRC, PRC Picker, Press Ganey, RPM, and Statisquest.
Year 1 – Goals
IssueReduce Costs /
Improve Financial Performance
Provider of Choice (patient
satisfaction)
Employer of Choice (employee
satisfaction)
Improve Care (Quality, Safety, Effectiveness)
Information Management
Goals
Achieve financial margins of:
– 4.0% in FY ’06
– YTD 4.6%more detail>
–5.0% in FY ‘07
Achieve organization-wide average patient satisfaction scores of:
– 93.7 for “Overall quality of care/services”
– YTD 93.5
– 76.1 for “Would you recommend”
– YTD 73.5
Reduce overall turnover of:
– “permanent” positions to11%
– YTD 14%more detail>
– “permanent” core RN positions to 13%
– YTD 16%
Achieve 90% compliance with CMS measures:
Community Acquired Pneumonia 3>90% - 5<90%
Surgical Infection Prevention
1 >90% - 2<90%
Heart Failure 2>90% - 2<90%
Acute Myocardial Infarction
5>90% - 2<90%
Achieve 90% compliance with evidence-based practice for prophylaxis of the following: DVT/PE, Post-op UTI, Post-op Pneumonia, Post-op AMI, Pressure Sores, Post-op Sepsis
– Implement Employee Satisfaction Assessment process during 2005
– Create projected timeline for the implementation of the Advanced Point of Care (APOC) clinical system
Service
Increase Patient Satisfaction (Inpatient) Goal = 62nd
Current = 51st
Reduce Annualized Turnover
Goal = 14.5%Current = 16.7%
Increase Employee Satisfaction
Decrease Mortality IndexGoal = .77Current = .77
Operating Margin
Goal = 5%Current = 5.6%
Reduce FTE per Adjusted Discharge
Goal = 1.15Current = 1.15
Increase Inpatient AdmissionsGoal = 2.7%Current = 7.6%
Increase Outpatient Visits
Goal = 5%Current = 8.0%
People Quality
Finance
Growth
Excellence
Increase Patient Satisfaction (Ambulatory)
Goal = 62nd
Current = 65th
Year 2 – Goals
Leader Evaluation Results – Year 2
Note: Percentages noted account for 93% of the leaders who have entered data as of 6.7.07.
Financial Impact: Hospital Acquired Infections
Perc
en
t of
HA
I O
ver
Ad
mis
sio
ns
Tactic and Tool Implemented:
Objective Evaluation System
Metric Reduction
Hospital Acquired Infections
156
Incremental Costs $1.93 million
Bed Days Avoided 984
Source: Arizona Hospital, Total beds = 355, Employees = 4,000, Admissions = 10, 188HFMA article, “When Hospital Infections Go Down, Pay Raises and Bonuses Go Up at UMC”, July 2009
Clearly connects the goals of the organization to individual leaderProvides prioritization roadmap for leaderReduces unnecessary work and duplication of efforts because clear expectations are setKeeps leaders focused on what is really importantAllows senior leader to continuously monitor leader performanceProvides for organizational agilityCompetencies do not guarantee desired outcomes
Why Have Leader Evaluations Based on Objective Goals?
What is goal alignment?
Insuring that individual leader activities are consistent with the goals of the organization.
How Organizational Balance is Defined
MISSIONS
ervi
ce
Qu
alit
y
Co
mm
un
ity
Inn
ova
tio
n
Integrating and connecting the
vision, value and goals of the
organization into daily decisions, behaviors and
actionsF
inan
ce
Goal Development Process
1. Senior leaders set organizational goals
2. Organizational goals are shared with all leaders
3. Each leader determines their goals and preliminary weights
4. Goals are reviewed by each leader’s reporting senior
5. Goals are shared within leadership team to insure everyone's needs are addressed
6. Goals are audited for continuity
7. Leaders finalize their goals
Goal Scales
5 = Stretch
4 = Partial Stretch
3 = Goal
2 = Partial Accomplishment
1 = No Accomplishment
Example Goal with Rating Scale
Goal
Increase the number of visits to 200
Rating Scale
5 is ≥ 2504 is 225 to 2493 is 200 to 2242 is 150 to 1991 is ≤ 149
Goal Development Tips
Develop quantifiable goals.
Use language that everyone understands.
Connect goals to purpose.
Fewer, rather than more goals, are better.
Goal Development Tips – Cont.
It is not always practical to have a goal under each pillar.
Goals should be aggressive yet realistic.
Focus on results, not tactics or projects.
Goal or Tactic?
Conduct employee evals on time
Improve staff productivity
Round on 100% of inpatients
Attend all leadership development sessions
Pass OSHA inspection
Define how much time goal must be sustained
For fiscal year-to-date (FYTD)
For the month of December
For the 4th quarter
For last 6 months of the year
What might not fit as goals:
Standards of performance
Subjective and vague statements
Tactics to achieve goals
Maintaining regulatory compliance
Routine job activities
Middle Management Common Goals(Examples)
Budget
Patient Perception of Care
Interdepartmental Satisfaction
Employee Engagement
Core Measures
Patient Fall Rate
For valuable tips on creating a culture of organizational excellence, visit our web site at
www.studergroup.com
Bill Bielenda
850-934-1099
Thank You!